ASHBY • PRODUCT MANAGER, ONBOARDING & GROWTH
Onboarding & Growth
Are users reaching meaningful value sooner, with less friction and less dependence on help?
I approach onboarding as a journey through states, friction, capability, intervention, and measurable independent value.
40%
upgrade-training cycle reduction
80 hrs / 200
first-ever program / Airmen
9 / 16
allied engagements / joint training events
CASE 01
Qualification journey redesign
Rebuilt a stalled upgrade system with clearer standards and tracking; invested 400 hours and 86 practical exercises; records document a 40% reduction in upgrade time and six NCOs certified as team leaders.
CASE 02
First-ever 80-hour program for 200 Airmen
Built and delivered the 1st Combat Camera Squadron’s first-ever 80-hour predeployment program, translating unfamiliar operational requirements into a structured path to readiness.
CASE 03
Capability transfer across user contexts
Built sustained U.S.–Republic of Korea capability transfer through first-ever and recurring allied exercises, including nine engagements and 16 joint training events.
CASE 04
Designed capability-building services
Moonroot work includes a competency-based AI/digital curriculum and a technology-navigation service designed around capability transfer rather than long-term dependence. These are designed service artifacts, not enterprise-scale deployed programs.
Supporting evidence
- Separate 33% certification-cycle acceleration.
- ATAK implementation across three wing agencies.
- Separate 50% ACE + EMUD cross-specialty result.
- Direct easement-holder stakeholder discovery.
- Prototype → audience-specific product/service variants.
Scope & boundaries
I have not owned a production SaaS onboarding funnel. The evidence here is journey design, capability transfer, implementation, and measurable time-to-competency work.
Starting state → friction → next action → practice/support → feedback → independent value → measure → improve.
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